Senior Store Advisor to Lead Store Advisor
As a Lead Store Advisor, you're becoming a true leader.
You'll go from being great at solving problems on the spot to thinking ahead and stopping problems before they even start. Instead of just giving amazing service yourself, you'll be teaching and motivating your whole team to create those "WOW" moments for every customer.
You'll be a vital part of making the store a huge success. This new role
is about helping your teammates shine and, as a group, hitting goals you never thought possible.
Mind-Shifting
Questions
Generally, we see a mindset shift from performing to influencing or developing others. Ask yourself…
Heading 4
— How can I move beyond just mentoring
individuals to proactively influencing the
performance and development of the
entire team?
— What opportunities can I seek to
anticipate store-wide challenges and
develop proactive solutions, rather than
just reacting to immediate problems?— How can I begin to think more
strategically about the store's overall
goals and how my section contributes
to them?
— What steps can I take to identify
potential issues before they arise and
implement preventative measures
across the store?
— How can I shift from being a "doer"
who also mentors, to primarily
enabling and empowering my team
to achieve excellence?
— What strategies can I employ to
inspire confidence and foster asense of collective ownership and
accountability among my colleagues?
— How can I foster an environment
where continuous learning is
embraced by the entire team,
and not just something I drive
for myself or a few individuals?
— What role can I play in celebrating
team successes and leveraging
challenges as learning
opportunities for everyone?
— Drives the vision for a premium customer
journey within the store, ensuring all
team members are aligned with On’s
standard of service.
— Analyzes customer feedback and
performance metrics to continuously
refine and improve the store experience.
— Monitors after-sales metrics; partners
with stakeholders to inform and help
resolve key trends and themes.
— Reflect on the vision for your store's
premium customer journey, and what it
looks like specifically for your store,
translating the core Cloud CX steps
(Create, Lead, Offer, Unlock, Deepen)
into concrete, observable behaviors that
resonate with your team and your store's
unique context. Share this with your
team.
— Lead regular coaching sessions using the
"Cloud CX Track & Feedback" model.
Commit to coaching and documenting at
least one Advisor and one Lead Advisor
monthly, utilizing "Feedback in the
Moment" for busy periods and "Ask, Tell,
Agree" (ATA) for slower times. Ensure all
team members understand their role in
driving these metrics and are aligned
with On's premium standard of service.
— Dedicate regular time during team
huddles or specific workshops to explain
the "why" behind each Cloud CX step,
linking it to business goals, customer
expectations, and evolving store
realities. Encourage open discussion and
secure team buy-in by highlighting how
these premium behaviors contribute to
both individual performance during peak
periods, showcasing the desired level of
care and expertise.
— Establish a consistent routine for
collecting, compiling, and reviewing both
quantitative data (e.g., NPS/MSP scores,
conversion rates, IPO) and qualitative
insights from customer comments,
online reviews, and direct observations.
Ensure your team actively encourages
customers to provide feedback through
the NPS survey and online review
systems, and educate them on why this
feedback is sought and how it helps
improve the store. Actively listen to
customer feedback on products and
ensure it's compiled for review with
management and merchandise teams.
— Based on your thorough feedback
analysis, convene regular, focused
workshops with your leadership team.
For example, if comments frequently
mention long waiting times at checkout,
brainstorm solutions to streamline POS
procedures. If product knowledge is a
recurring theme, discuss targeted
training interventions.
— Develop concrete action plans with clear
ownership and timelines, ensuring
diverse perspectives are considered,
relevant stakeholders (e.g., product
merchandising, retail operations) are
involved to challenge assumptions and
gather broad input, and performance
metrics are tracked to assess the impact
of these changes. Share successes and
ongoing challenges transparently with
your entire store team during huddles or
meetings.
— Designate a consistent method for
collecting, compiling, and analyzing all
after-sales data from various sources.
This includes returns and exchanges,
warranty claims, and recurring product
issues gleaned from customer feedback,
POS reports, and customer service logs.
Regularly analyze this data (e.g., weekly
or monthly) to identify recurring patterns,
product-specific issues, or common
service pain points.
— Based on the identified after-sales
trends, proactively schedule and lead
regular meetings or communicationchannels with relevant internal
stakeholders. These stakeholders might
include product merchandising, retail
operations, and customer
service/Happiness Delivery (HD). During
these sessions, present the consolidated
after-sales trends with objective data
and specific examples, clearly informing
them of the issues. Then, collaborate to
resolve these themes by discussing
potential root causes and co-creating
actionable solutions or preventative
measures.
— Once solutions are defined with
stakeholders, work with your store team
to implement necessary in-store
preventative measures or process
adjustments. For example, if a product
consistently has a specific defect, you
might refine product education during
the "Offer" stage or improve packaging
rituals at POS. Clearly communicate
these changes and their rationale to your
entire store team, explaining how they
address the identified trends. After
implementation, track relevant metrics to
monitor the impact of these solutions.
Finally, report back to stakeholders and
your team on the effectiveness of the
implemented solutions to close the
feedback loop.
Service Excellence
Mastering Your Role: Store Lead
Brand &
Culture
— Owns a premium in-store culture aligned
with On's global vision.
— Recognises the importance of culture as
a driver of performance.
— Serves as the ultimate ambassador for
our culture within the broader Oniverse
and brings it to life within Store.
— Has a strong awareness of store morale
and engagement levels, knows when
action is required and can build robust
engagement action plans, driven by our
spirits.
— Design a simple, high-visibility program
to consistently recognize team members
who exemplify On's five spirits (e.g., a
"Spirit of the Week" award, a dedicated
notice board, or a weekly shout-out
during huddles).
— Personally lead the recognition during
team meetings, sharing specific
examples of how the recognized team
member brought a spirit to life, fostering
mutual trust and open communication.
— Regularly review team morale through
informal conversations and observations.
Use this awareness to adjust the
program or identify additional actions to
build robust engagement plans.
— Schedule a recurring 15-minute culture
check-in during a weekly team meeting.
Introduce a topic related to one of On's
spirits or a current store challenge (e.g.,
how to embody the feedback culture, or
how resilience helps overcome daily
obstacles).
— Create a safe space for open discussion,
encouraging team members to share
their perspectives and experiences.
Actively listen to gauge morale and
engagement levels, understanding when
action is required to address concerns or
foster a more supportive environment.
— Synthesize key takeaways and
communicate any actionable steps to
continuously refine and bring the On
culture to life within your store.
— Regularly share insights from brand
updates or company communications
that articulate On's global vision and
mission. Translate these into tangible
examples of how your team's daily work
contributes to this larger purpose.
— During daily huddles, encourage team
members to share their own "why" – what
personally connects them to On's vision
and how they feel they serve as an
ambassador for the brand.
— Actively seek feedback on how well the
team understands and connects with the
brand narrative, adjusting your
communication strategy to ensure it
consistently resonates and drives
engagement
— Drives the store's overall commercial
performance and KPI's, creating and
executing plans to maximize selling
opportunities and grow the business.
— Responsibly manages the store's key
resources – the team, the schedule, and
the inventory – to create the best
possible business outcomes.
— Analyzes performance data to
understand what is driving the store's
success and where there are
opportunities to improve.
— At the start of your shift or during a daily
huddle, review the previous day's or
week's key performance indicators (KPIs)
such as conversion rate, average order
value (AOV), or items per order (IPO).
This aligns with your role in analyzing
performance data to understand success
drivers.
— Identify one specific KPI that presents
the biggest opportunity for improvement
for the day or week. Based on this,
collaboratively develop specific,
actionable strategies with your team to
positively impact this KPI. This
demonstrates creating and executing
plans to maximize selling opportunities.
— Ensure the team understands their
individual and collective roles in
executing the plan. During and after the
shift, track progress and debrief with
your team on the effectiveness of the
implemented strategies, similar to how
Lin Xiao uses data-driven decision-
making and rigorously executes plans to
achieve sales targets.
— Identify one existing operational process
in your store that is inefficient, resource-
intensive, or impacting customer
experience or KPIs. This could be related
to fitting room management, back-of-
house (BOH) flow, or cashier operations.
This addresses analyzing data to find
improvement opportunities.
— Engage your Associate Store Lead (ASL)
and key Lead Advisors (LAs) to gather
their input and perspectives on the
current process and potential
improvements. Work with them to
redesign the process to be more efficient
and effective, leveraging their direct
experience and Shan Wu's approach to
improving execution quality and
efficiency through rules and tools.
— Pilot the new process with a small team,
collect feedback, and measure its impact
on key metrics (e.g., reduced waiting
times, improved inventory accuracy,
increased team efficiency). This
showcases your ability to manage key
resources and improve business
outcomes.
— Anticipate an upcoming period of high
traffic, a major product launch, or a
planned store event. Based on historical
data and forecasts, develop a detailed
plan for responsibly managing your key
resources (team members, their
schedules, and specific inventory needs)
to ensure optimal coverage and
productivity. Alphonse Rispoli and
Vivienne Wang both optimized
scheduling based on forecasts and
managed staff efficiently for peak times.
— Identify potential challenges or
unexpected scenarios during this period
(e.g., unexpected staff absence, system
issues, higher-than-anticipated customer
flow) and develop a contingency plan.
This plan should outline alternative
resource deployments, communication
protocols, and decision-making
frameworks to effectively respond to
changes. Gabe Esparza's focus on
proactive decisions to mitigate risks
aligns with this.
— Communicate this plan clearly to your
leadership team and the broader store
team, ensuring everyone understands
their roles and the strategic rationale
behind the resource allocation. Conduct
a post-event review to assess the plan's
effectiveness and refine it for future use.
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Daily Operations
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— Acts as a designated in-store trainer,
delivering planned training sessions for
new hires and on seasonal product
launches.
— Guides and trains the team on matching
complex customer requirements with the
right products.
— Serves as a subject matter expert in
either product or customer service,
acting as a go-to resource for the entire
team.
— Role-models what great service and
product knowledge look like in every
customer interaction.
General Tip: Move from showing people how to evaluating people's growth. You are now a certifier of skills.
— Observe a peer who is struggling to
explain a specific product feature.
— Wait for the customer to leave, then offer
a tip: "I noticed you were stuck on the
waterproof membrane; I find it easier to
explain it like a 'second skin' – want to try
that?".
— Follow up with them later in the shift to
see if the tip helped their next sale.
— Identify the core competencies a new
hire must master in their first 30 days.
— Create a simple observation log where
you can check off when they have
demonstrated mastery of a task (e.g., a
technical fitting).
— Conduct the final check-off sessions and
provide a recommendation to the Store
Leader on whether the team member is
ready to fly solo.
— Volunteer to lead the technical product
training module for a new team member.
— Use a "Show, Do, Teach" method where
they eventually have to sell the product
back to you.
— Provide a formal recommendation to the
Store Leader on the new hire's readiness
for the floor.
— the clarity of your explanations
— the effectiveness of your delivery
— the relevance of your content
— your ability to engage participants
— structure their sessions
— explain complex concepts
— manage group dynamics
— use visual aids or interactive elements
In-store Training
— Acts as a key On representative at
community events (like a run club),
building relationships with regular
attendees.
— Networks with local community groups
(like run clubs) to attract potential new
customers to the store.
— Leads the team on the floor by role-
modeling how to turn a transaction into a
lasting relationship.
General Tip: Transition from attending community events to leveraging them for long-term store growth.
— Review the attendee list for a recent
community run or event.
— Work with the team to identify warm
leads (people who showed interest in a
specific shoe or tech).
— Task the team with personalized follow-
up (where compliant) or create an
in-store "Event Recovery Zone" to invite
attendees back for a specialized gait
analysis.
— Volunteer to manage the Technical Demo
or check-in at the next store-led
community event.
— Ensure every guest receives a 30-second
brand intro and feels personally
welcomed into the movement.
— Gather feedback from attendees on what
they want to see next and present these
community insights to the leadership
team.
— Identify five regular customers who are
influential in the local fitness scene.
— Create a personalized service plan for
these individuals to ensure they feel like
VIPs during every visit.
— Track their visits and purchases to see if
their engagement with the store
increases as a result of your specialized
attention.
— your planning and execution of
community activities
— the effectiveness of your budget support
— your ability to engage the team
— plan and execute activities
— manage budgets
— engage teams
— build relationships with the community
Community & Customer Engagement
— Leads the team during a shift to ensure
all current VM standards are perfectly
maintained across the entire store.
— Reviews upcoming VM directives to
prepare for their next shift, anticipating
the tasks that will need to be done.
— Serves as the on-the-floor expert for any
questions the team has about correctly
implementing the current VM plan.
General Tip: Move from fixing displays to directing the visual recovery. You are responsible for the store's commercial aesthetic.
— Walk the floor with an Advisor and have
them point out three things that don't
match the current brand Lookbook.
— Delegate the specific fixes to the team,
providing clear instructions on fold
counts, hanger spacing, and mannequin
styling.
— Verify the work against the global VM
guidelines and provide feedback to the
team on their attention to detail.
— Identify the exact moment a high-traffic
period ends (e.g., Saturday afternoon).
— Mobilize the team into a 15-minute rapid
recovery where every person has a
specific zone to reset.
— Quality-control the entire store
afterward, ensuring the Gold Standard is
restored before the next wave of
customers enters.
— Request access to the latest global VM
Lookbook and study the specific styling
stories for the month.
— Identify one mannequin or table that has
drifted from the guideline and execute a
perfect refresh.
— Explain the “Why” behind the change to a
peer to help them understand the brand's
visual identity.
— your execution of VM rotations
— the clarity and effectiveness of your
training
— the overall visual appeal you help create
in the store
— execute VM rotations
— explain guidelines
— engage participants in training
— maintain a visually appealing store
environment
Visual Merchandising
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— Prioritizes and directs the team's
replenishment activities during their shift
to keep best-sellers available for
customers.
— Acts as the first point of contact for any
stock-related issues that happen during
their shift (e.g., a missing size, a delivery
discrepancy).
— Champions stock accuracy with peers,
explaining the importance of correct
processes for a smooth-running store.
General Tip: Shift from organizing the back to optimizing inventory flow. Your goal is to ensure the floor is never missing a best-seller.
— Review the morning's sales data to
identify the top 5 selling items.
— Assign a team member to shadow-
replenish those specific items every 60
minutes.
— Audit the floor at the end of the shift to
ensure those high-velocity items
remained 100% represented throughout
the day.
— Identify a high-risk area for stock errors
(e.g., the mismatched shoe bin or sensor-
tagging accuracy).
— Conduct a spot-check of 50 items to
ensure they are correctly tagged and
entered in the system.
— Train the team on the financial impact of
these small errors, showing how stock
accuracy directly affects their ability to
hit sales goals.
— Identify an area in the stockroom where
team members frequently get "stuck" or
spend too much time searching.
— Reorganize the bins or shelving based on
frequency of use or size logic.
— Time a peer finding an item before and
after the change to demonstrate the
efficiency gain to your manager.
— Identify an area in the stockroom where
team members frequently get "stuck" or
spend too much time searching.
— Reorganize the bins or shelving based on
frequency of use or size logic.
— Time a peer finding an item before and after
the change to demonstrate the efficiency
gain to your manager.
— the clarity of your guidance
— the effectiveness of your stock
management practices
— ensure accuracy
— reduce shrink
— communication stock issues
— manage the overall flow of stock in the
store
Stock Management
— Runs the sales floor during a shift,
guiding the team to help customers and
maintains the stores operational, visual
and service standards.
— Is the go-to problem-solver for the team,
stepping in to handle difficult customer
or operational issues on the spot.
— Helps teammates improve by sharing
knowledge and giving helpful, informal
tips on products and daily tasks.
General Tip: Move from completing tasks to managing the workflow. You should be directing the traffic of the store's operations.
— Take ownership of the daily task list and
delegate items to specific team members
based on their zones.
— Set completion targets for tasks (e.g.,
"This delivery needs to be processed by
11:00 AM") and check in periodically to
remove any blockers.
— Report the final completion status to the
Store Leader, highlighting which team
members exceeded expectations.
— Identify a recurring task that feels
chaotic or takes too long (e.g., the mid-
day trash pull or supply replenishment).
— Draft a new, step-by-step process that
utilizes a division of labor approach.
— Pilot this new workflow during your shift
and report the time saved to the
leadership team as a potential new
standard.
— Identify a store policy that is frequently
overlooked or misunderstood (e.g., the
specific process for drop shipping).
— Draft a simplified, visual Standard
Operating Procedure (SOP) cheat sheet.
— Brief the team on the SOP during a shift
change and monitor compliance
throughout the day, providing
corrections where necessary.
— your leadership style
— the clarity of your guidance
— the effectiveness of your operational
management
— your ability to identify potential issues
— guide teams
— manage the overall flow of the store
— identify, address, and escalate (when
necessary) issues
— differentiate between routine issues that
can be handled independently and those
that need higher-level intervention
Daily Operations
Service Excellence
— Sets the benchmark for premium service
on the floor, actively coaching peers on
how to elevate their daily customer
interactions.
— Ensures high service standards are
maintained even during peak trading
periods or challenging situations.
— Supports the monitoring of service
standards on the floor and proactively
addresses and fills any gaps in the
customer experience.
— Has a deep understanding of On's
product catalog and ensures premium
product storytelling is delivered to
customers.
— Supports customer complaints in a
personalised and effective manner.
General Tip: Transition from being the best salesperson to being the head coach who ensures every customer receives a consistent experience, regardless of who helps them.
— Request to lead a zone during a busy
window, standing in a central location
rather than staying tied to one customer.
— Observe the flow and proactively hand
off customers between advisors based
on technical expertise or wait times.
— Conduct a 5-minute debrief at the end of
the hour to coach the team on how their
positioning affected store conversion.
— Position yourself in a central bridge
location on the floor where you can
observe multiple interactions.
— Use a subtle nudge to help a teammate
elevate a sale (e.g., bringing over a pair of
performance socks to a footwear trial).
— Pull the teammate aside afterward to
explain the logic of the add-on, coaching
them on how to spot that opportunity
earlier next time.
— Spend a shift specifically observing
customers who leave the store without a
purchase.
— Conduct a brief “exit interview” or
observe the friction point that led to the
departure (e.g., wait times or lack of size
clarity).
— Present a summary of these lost
opportunities to the Store Leader with a
plan to adjust the team's floor positioning
to fix the issue.
— your customer service interactions
— your approach to handling returns,
warranty support, and customer
complaints
— anticipate customer needs
— handle challenging situations
— support customer complaints
— act as role models
— Serves as a brand and cultural pillar.
— Champions the On culture and leads with
our Spirits.
— Drives team morale and engagement and
ensures the brand narrative is
consistently communicated.
General Tip: Move from being a role model to a culture architect. You are now responsible for the energy of the entire floor, not just your own interactions.
— Select an On Spirit that is missing from
the current floor energy (e.g., Team
Spirit).
— Design a 5-minute huddle activity that
requires team members to share a "win"
for a colleague.
— Execute the huddle and observe the floor
energy for the next two hours, stepping
in to re-ignite any team members who dip
in enthusiasm.
— Listen to three different team members'
brand intro or technology explanations
during their customer interactions.
— Identify one common miss or opportunity
for more impactful storytelling (e.g.,
explaining the why behind CloudTec).
— Provide immediate, constructive
feedback to those individuals and follow
up at the end of the shift to see if their
narrative has sharpened.
— Identify a high-traffic window where the
team might default to transactional
selling.
— Set a "Narrative Challenge" for the shift,
focusing on one specific brand story
(e.g., the sustainability of the Cyclon
program).
— Listen to peer interactions and provide
immediate, positive reinforcement when
a teammate successfully weaves the
brand story into a sale.
— your delivery of the brand narrative
— your impact on team morale
— your consistency in exhibiting the On
spirits
— protect the culture
— facilitate huddles
— give specific and meaningful recognition
Brand & Culture
Key competencies to develop
— Takes full ownership of their goals,
ensuring they are completed to a high
standard and on time.
— Shows resilience and determination,
finding ways to overcome common
obstacles to reach goals.
— Takes personal accountability for their
work and follows up with others on
shared commitments.
General Tip: Shift from hitting your numbers to driving the store's dashboard. You are now responsible for the collective performance.
— Choose one underperforming metric for
the store (e.g., IPO - Items Per Order).
— Set a stretch goal for the day and
announce it to the team.
— Provide real-time updates on the
scoreboard every hour and coach
individual team members on how to
contribute to that specific result.
— Ask a Store Lead to walk the floor with
you and think out loud about the
business.
— Ask questions like: "What are you seeing
in the data that I should be seeing on the
floor?"
— Identify one visual or service change you
can make immediately to impact a
specific KPI and execute it.
— At the halfway point of your shift, check
the store's progress against the daily
sales target.
— If the store is behind, develop a "recovery
plan" that reallocates people to high-
impact areas.
— Present your plan to the Store Leader,
showing you can think strategically
about hitting targets under pressure.
— your commercial awareness
— your urgency and prioritization
— your persistence
— manage the daily scorecard
— connect tasks to outcomes
— celebrate the small wins
— drive high-value behavior
Results Focus
— Identifies patterns in data and calls out
inconsistencies or gaps that require
further investigation.
— Pauses to gather more information and
consider that there may be alternative
solutions for the immediate issue.
— Seeks inputs from others and considers
perspectives that differ from their own,
using that input to refine or change their
initial plan.
General Tip: Move from fixing problems to preventing them. Use data and observation to spot trends before they become crises.
— Identify a recurring store problem (e.g.,
"We are always out of Cloudmonsters in
size 9").
— Trace the problem back through the
stockroom, the sales floor, and the
replenishment system.
— Present the root cause (e.g., "The shelf is
being over-filled, so the system thinks we
have more than we do") and implement a
process change to stop it.
— Identify a persistent floor problem (e.g.,
"The footwear bench always gets
cluttered with mismatched shoes").
— Lead a 5-minute brainstorming session
with your peers to find a creative, low-
cost solution.
— Implement the team's best idea for one
shift and track its effectiveness, giving
full credit to the group.
— When a situation requires a leader, don't
just call them and hand it over – provide a
full, professional brief.
— State clearly: "Here is the problem, here
is what I have tried, and here is what the
customer is asking for."
— Listen to how the leader resolves the
issue and ask them afterward why they
chose that specific decision-making
path.
— When a situation requires a leader, don't just
call them and hand it over – provide a full,
professional brief.
— State clearly: "Here is the problem, here is
what I have tried, and here is what the
customer is asking for."
— Listen to how the leader resolves the issue
and ask them afterward why they chose that
specific decision-making path.
— your questioning techniques
— your ability to break down information
— your skill in connecting the dots
— the effectiveness of the solutions you
develop and implement
— analyze intricate situations
— synthesize diverse information
— develop comprehensive action plans
— navigate significant changes or
obstacles
Problem Solving
Learning Agility
— Has a clear and realistic understanding of
their own strengths and weaknesses.
— Is naturally curious and takes ownership
of learning new skills to improve at their
job.
— Actively seeks feedback from their
manager and peers and uses it to
improve.
General Tip: Transition from learning for yourself to teaching for the store. You should be the first to master change and the first to help others navigate it.
— Take a new, complex directive from the
brand (e.g., a new digital return system).
— Master the process and then identify the
three most common mistakes the team is
likely to make.
— Create a pro-tips sheet that addresses
those mistakes before they happen and
brief the team on it.
— Voluntarily take the lead on a new,
complex brand directive (e.g., a new
digital tool).
— Document every "FAQ" or hurdle you
encounter during your first three shifts of
using the process.
— Create a "Pro-Tip" guide for the team that
addresses these hurdles, ensuring a
seamless store transition.
— Identify a newer or younger team member
who is an expert in a trend you are less
familiar with (e.g., a new social platform
or fitness sub-culture).
— Ask them to mentor you for 15 minutes on
why this trend matters to the brand's
target athlete.
— Share how you will apply this new
knowledge to your next customer
interaction.
— After a shift where the plan had to
change suddenly (e.g., a staff shortage),
gather a few peers for a 2-minute quick-
fire debrief.
— Ask: "What did we learn about our ability
to pivot today?" and "What one thing will
we do differently if this happens again?"
— Share the best idea with the Store
Leader as a proposed contingency plan.
— your knowledge translation
— your response to ambiguity and change
— your feedback implementation
— navigate change
— synthesize complex information
— learn from mistakes and setbacks
— check for understanding
— Proactively builds strong working
relationships with teammates across the
entire store team.
— Collaborates effectively with teammates
to ensure a seamless customer journey.
— Proactively and openly shares
knowledge (eg- customer insights and
product knowledge) and resources to
help others succeed.
General Tip: Shift from being a good partner to a team unifier who resolves friction and aligns diverse personalities.
— Ask the team to identify one thing that
made their job difficult yesterday (e.g.,
"The stockroom was too crowded").
— Lead a collaborative brainstorming
session to find a solution that works for
everyone.
— Assign owners to the new solution and
check in at the end of the day to see if the
collaboration improved the workflow.
— Identify a recurring point of tension
between two departments (e.g., FOH vs.
BOH regarding returns).
— Gather a representative from each area
for a 10-minute "solution session" to air
grievances.
— Draft a team pact based on the agreed-
upon solution and act as the primary
point of accountability for the new
agreement.
— Notice when one teammate is
overwhelmed while another is in a quiet
zone.
— Use the headset to proactively direct
support to the busy zone before a
manager has to ask.
— Thank the team afterward for their agility,
reinforcing the value of looking beyond
their assigned area.
— Notice when one teammate is overwhelmed
while another is in a quiet zone.
— Use the headset to proactively direct
support to the busy zone before a manager
has to ask.
— Thank the team afterward for their agility,
reinforcing the value of looking beyond their
assigned area.
— During a huddle, ask each team member
to share one "win" they saw another
person achieve.
— Summarize how these individual wins
contribute to the store's overall goals.
— Use this moment to re-align the team's
energy toward the remaining targets.
— how you support information flow
— your inclusiveness in facilitating
discussions
— the supportive accountability you exhibit
— handle disagreements
— provide feedback in sensitive contexts
— find common ground with diverse
stakeholders
— ensure that commitments are met across
complex projects
